From Complaint To Compliment
Every company has its leading products that are offered to customers. These leading products are designed specifically to meet the needs and requests of the customers. Unfortunately, there will come a time when the products will not perform as expected. Many factors affect the journey of the product. At that point, issues will arise that will trigger unsatisfied customers and lead to complaints. The existence of Customer Service here is to assist and mitigate the unsatisfied customers through the end to end customer service journey.
Customer Experience (CX) team is established to assist in solving the issues that resulted in a product journey breakdown causing the dissatisfaction to reduce if not eliminate the complaint in the future. Many methods are used to analyze the issues in the product journey, which one of them is through the Complaint Analysis.
Reading the Complaint Traffic
Reading the complaints traffic is the first step to understand where the issues come. Classifying from the highest contributor, urgency, significant growth, to the one that has been the biggest contributor constantly to the traffic. From the traffic, sampling the data issue is also important to simplify our work. The number of samples can be calculated by statistical calculations, so they could represent the population. One of the approaches is Slovin formula. The sampling method could be different from each person, depends on the compatibility, necessity, and competence of each person. One of the sampling methods that is commonly used is Simple Random Sampling.
Simple Random Sampling is a sampling technique where every item in the population has an even chance and likelihood of being selected in the sample.
The next step after pinched the number of samples is reading the complaint to define the root cause and also assembling the flow of analysis.
Root Cause Classification
After reading and determining several root causes, grouping these root causes to findings and adjust them to the focus of the analysis. One of the approaches is the Pareto Principle (the 80/20 rule). By using this rule, the focus of the analysis can be delivered and ameliorate the root cause by produce 80% impact to solve existing problems with an issue classifications.
The Pareto Principle is the idea that 80% of our output comes from 20% of our efforts. It’s a measure of where we can devote our efforts so as to increase our productivity and performance.
In-Depth Analysis
Seeing the focus of the root cause, then determining the user’s pain points. There so many methods to find the pain points, one of which is by looking user journey from the problematic product or feature. User journey can be created by doing a simulation as a user who makes product transactions or accessing the feature as well. Thus, the pain points which represent the obstacles experienced by the user can be identified.
After finding the pain points, converting complaints from each sample into data that represent what actually user needs. Henceforth the data can be compared with internal data to strengthen the hypotheses.
For comparison, a competitive analysis can be used to determine the best benchmark for the product or feature issues. This competitive analysis, not intend to follow or plagiarize the product or feature process from competitors instead can be a benchmark reference for improving our product or feature process. In reality, the users would compare the convenience and positive things of the competitor’s product or feature process in a complaint. Under those circumstances, as the Customer Experience team will not turn blind to the eminence of competitors.
Summarizing Insight
The last process is summarizing what the analysis has said. In the final analysis, creating some suggestions that can be presented to each stakeholder for problematic products or features improvement. Therefore ensuring the suggestions that had been created are very insightful, and also by these suggestions, not only aid to fix the issues but also reduce the number of complaints. Decreasing the number of complaints can have an impact on businesses in the form of cost savings as well.
For instance: Total complaints entered for digital products are 10,000 in one period. From the total complaints, an in-depth analysis was carried out to create an insight into improving the product or feature. Then, with this insight can reduce 50% of the total complaints. The cost of each complaint is Rp1,000, thus the insight can reduce cost by Rp5,000,000 because users do not need to complain anymore about products or features that were previously problematic.
Monitoring
This stage is an important stage that is overlooked frequently because of how good the insights only can be seen at this stage. The insight that has been designed and has been implemented, must be monitored its development to be able to measure the impact. This is important because the usefulness of the insight can be measured and the less impactful parts can become the later improvement.
